Atlantis Ibim Introductiontoopenerp 110323100413 Phpapp01

8/2/2019 Atlantis Ibim Introductiontoopenerp 110323100413 Phpapp01

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Atlantis IBIM Program at the University of Deusto Why does my company need OpenERP?

Why does my company needOpenERP?

OpenERP: Open Source Business Application

Alex Rayn Jerez 2011

Atlantis IBIM Program at the University of Deusto29th of March 2011


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Main objectives

Explain and detail why any given company should deploy anERP information system within its organization

Expose the main advantages of adopting an Open Source

Business Application

Brief review of OpenERP as a tool that improves the managementof enterpresarial resources


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Table of contents

Introduction to Information Systems Why does my company need and ERP solution? ERP implementation What is OpenERP? OpenERP project OpenERP community OpenERP technology How does OpenERP do business? Implementation approaches


4/684Atlantis IBIM Program at the University of Deusto Why does my company need OpenERP?

Introduction to Information SystemsOrganizational management

21st Century organization: coordinated decision-taking process any given employeemust have access to any given resource withing the company

We need an information system to make that possible A set of organized elements thatreceive information, process it and generate a result that will later be used to achievesome of the established goals

In the business management field, we will mainly be interested in business informationsystems (also known as management information systems)

A business or management information system is a set of people, technologies andprocedures that resolve business problems

Compared to other information systems, these ones mainly focus in

automatizing and giving support to the decision taking process

They play a key role within organizations

They channelinformation along different departments in the company



Introduction to Information SystemsComponents

Humancomponent

Technologicalcomponent

Organizationalcomponent Information

InformationInformation



Introduction to Information SystemsEverything is about information

Data: gathered facts within the organization. They are raw data, this is,not processed yet

Information: processed data and presented personalized to the end-userKnowledge: solutions for problems. Needed information and rules toresolve some given problems

Wisdom: it simulates the behavior of an expert in a particular domain(expert systems, Data Mining, etc.)

Intelligence

-

+



Introduction to Information SystemsHistory

ERP: 1990

MRP II: 1970

MRP: 1960

Controlling Sales & Distribution Material management

Financial accounting

Investment management

Personal management

Quality management

Human Resource Management

Plant maintenance

Sales & Operations Planning

SimulationForecasting

Master Production Schedule

Material Requirements PlanningCapacity Requirements Planning

Execute capacity plans

Execute material plans



Introduction to Information SystemsClassification

Business Management Support systems (chronological order)

TPS: Transactional Processing Systems. Management of the informationlinked to the transactions within the organization

A TPS must pass ACID test (Atomicity, Consistency, Isolation and

Durability). Main characteristics: agile answer, reliability, not so flexible andcontrolled processing

MIS:Managerial Information Systems. Solution for general businessproblems, mainly ones linked to C-level domain

They are based in the information received from administrative reports

(generally standardized), general statistics and some other less formal sources(buzzes, unofficial discussions, political trends, education, previousexperiences, etc.). Nowadays, they are not so frequently used, since they arenot so unbias



Introduction to Information SystemsClassification (II)


OAS: Office Automation Systems. It helps for the classic office work that mustbe done within an organization.For example: office suites (OpenOffice,Microsoft Office, etc.), calendars (GCalendar, etc.), etc.

ERP:Enterprise resource planning. Unified and coordinated management ofall the resources used within the organization, taking advantage of theinformation generated across all the departments and functional areas

Resource scheduling

A set of functional modules

Software architecture that eases the flow of information

Management information system that supports the decision-taking process



Introduction to Information SystemsClassification (III)


CRM: Customer Relationship Management. Integral management ofcustomers' relationships, analyzing gathered data through external sources

Look for patterns or profiles within clients (Behavioral targeting)

i.e. SugarSugarCRMOpen Source (Sugar Community Edition) based on LAMP (Linux-Apache-MySQL-PHP)

Personalized solutions developing own-modules (open source)

Business model based on open source: Irontec



Introduction to Information SystemsClassification (IV)


SCM: Supply Chain Management. It helps the company in the way it receivesraw material that later employs in the development of the product or theservice, besides of the later distribution to the clients

A nice management of the supply chain will consider every event relatedto the company and every aspect that could alter the supply

The MIT Beer Game: http://beergame.mit.edu/

The management of the supply chains deals with these problems:

Distribution network's set-up and configuration

Distribution strategy

Information

Stock management
http://beergame.mit.edu/http://beergame.mit.edu/



Introduction to Information SystemsClassification (V)

Support for decision-taking process (Business Intelligence)

Knowledge generation based on data flows (manufacturing, enterprise scope,macroeconomic indicators, etc.) a company owns in order to gain a competitiveadvantage over main competitors

Data gathering techniques:

ELT: Extract, Load, Transform

ETL: Extract, Transform, Load (the most used one)

Through Business Intelligence solutions, we will achieve computer models for anoptimumperformance

Is so profitable a Business Intelligence solution?It depends on the organizational expectations

7.500.000 results in Google entering business intelligence failure

Main big software companies (IBM, Microsoft, Google, Accenture, SAP AG, HP,Yahoo!, etc.) are betting for BI tools



Introduction to Information SystemsClassification (VI)


DSS:Decision Support Systems. It helps analyzing key businessvariables in order to support decision-taking process

EIS:Executive Information System. Focused on executive business

management, it analyzes current situation and values businessevaluation in order to ease decision-taking process. Goals:

Inform about important management aspects

Help in the decision-taking process in every step involved in thebusiness life cycle, gathering information from them

Offer a whole view of the business

It exposes stakeholders' information (competitors, economicindicators, clients, etc.) to take decisions


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14Atlantis IBIM Program at the University of Deusto Why does my company need OpenERP?

Introduction to Information SystemsClassification (VII)


Datawarehousing: collection, storage and management of huge volumes of data

OLAP: On-Line Analytical Processing. It helps data analysis through queries tomultidimensional structures

Datamining: advanced methods that allow explorations throughout hugevolumes of data in order to find/generate implicit information, this is, notobvious business information. i.e. client behavior patterns (beers and diapers),product associations (mint and wine), game patterns (NBA), etc.

Knowledge Management Systems (Expert systems): emulate the behavior of anexpert in a specific domain, employing its knowledge


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Why does my company need an ERP?Introduction to ERPs

A brief history of the Enterprise Resource Planning systems

1960 - 1970: tailor-made software

1970 - 1990: standard software

1990 - 2000: first ERPs

From 2000 onwards: ERP, e-Business, s-Business?

Tailor-madesoftware

Internet


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Why does my company need an ERP?Improvements

Information access centralized database

Process and resource management

International operations supporting different tax systems, bank regulations,invoicing systems, currencies, languages, etc. (i.e. IFRS and Basilea regulations)

It reduces paper documentation, since it just uses online documents, easily accessibleand easy to update (Online business vs.Physical business)

Some news backing the apparent improvements

IDC report: 8,1% CAGR for the ERP marketin 2011

Gartner Says Worldwide Enterprise Software Revenue to Surpass $232.000 million

in 2010

h d d


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Why does my company need an ERP?Improvements (II)

Information management

Wh d d ERP?


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Why does my company need an ERP?Improvements (III)

Enterprise resource coordinated management

Internet

Internet

Internet

Wh d d ERP?


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Why does my company need an ERP?Improvements (IV)

Enterprise resource coordinated management (cont)

Modern global supply chains, experts say, mirror complexbiologicalsystems likethe human body in many ways ERP is absolutely compulsory!

The global flow of goods routinely adapts to all kinds of glitches and setbacks

A supply breakdown in one factory in one country, for example, is quicklyreplaced by added shipments from suppliers elsewhere in the network

i.e. When a volcano erupted in Iceland last spring, spewing ash acrossnorthern Europe and grounding air travel, supply-chain wizards were putto a test, juggling production and shipments worldwide to keep suppliesflowing

Consider computing and electronicsIn the early 1990s, virtually all 486-microprocessors were made at a single Intelfactory near Jerusalem

In 2011, production for major components (semiconductors, screens,microprocessors, etc.) is spread across several countries

Wh d d ERP?


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Why does my company need an ERP?Improvements (V)

Enterprise resource coordinated management(cont)

Apple, like all major companies these days,treats its supply-chain operations as a tradesecret

The field of buying and shippingsupplies hasbeen transformed in the last 20 years

Globalization and technology have been thedriving forces supply lines are longer andfar more complex than in the past

The ability to manage these complexnetworks, experts say, has become possiblebecause of technology

Sophisticated software for tracking andorchestrating the flow of goods worldwide

Wh d d ERP?


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Why does my company need an ERP?Improvements (VI)

Aalsmer, Noord-Holland: the flowerCapital of the world

Wh d d ERP?


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Why does my company need an ERP?Productivity

Many studies have shown that the wider use of information and communicationtechnologies (ICT) explains why the USA is more productive than the European Union

Until the mid-1990s, EUproductivity had been converging towards USproductivity

Since then, US growth has accelerated and the US-EU gap has widened

The production and use of information and communication technologies (ICT) aremuchlower in the EU than in the US and that this explains much of the relativeslowdown

Why has the adoption of the new ICT been much slower in the EU?

The adoption is associated with an increase in the variance of firm productivity

For example, implementation of advanced business software like SAP andOracle requires a new organizational structure and the outcome isinherently uncertain

The variance of firm productivity is therefore relatively large in sectors thatintensively use ICT

Why does my company need an ERP?


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Why does my company need an ERP?What does it mean for me as a company?

Analysis: client needs + projects' dimensions

Methodology: it is more than a tool, since it allows to establish amanagement philosophy in the company organizational model

Training: for employees and other companies

Why does my company need an ERP?


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Why does my company need an ERP?DIKW Pyramid

+

Intelli

gence

Data

Information

Knowledge

Wisdom

Data

Evaluation

Challenges

DIKW Pyramid

Data

Wisdom

ERP implementation


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ERP implementationChronological process

Chronological steps prior to being in production phase the ERP

1) Take the decision to implement an ERP

2) ERP selection

3) BPR (Business Process Reengineering)

4) Implementation

5) Entering to production

6) Success analysis

ERP implementation


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ERP implementationChronological process (II)

Why it is recommended to change business practice to suit the ERP software ratherthan customizing the software?

Before implementing an ERP software the organization needs to:

Analyze currentprocesses

Identify non-value adding activities

Redesign the process to create value for the customer

Then, develop an ERP system package to suit the organizations requirements

A key contribution of ERP software is the bundled business process knowledge thatcomes along with ERP software

These processes have evolved over the past two decades of ERP implementationin some of the most well-managed corporations around the world

By adapting to those processes that have proved successful in some of the finestcorporations around the world, an organization implementing ERP would get theadvantage of these best of the breed practices consultant recommendations

ERP implementation


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ERP implementation1) Take the decision to implement an ERP

Do we already have clear that we need an ERP for our company?

Fast technological changes have provoked companies not to demand specificsolutions for their problems, but integrated solutions such as ERP

When C-level managers realize that profitsexceedcosts when every single departmentis sharing information through an ERP, they ask a consulting firm to assess them in

choosing and deploying an ERP solution

Some questions to answer:

Where is the company right now?

Where does the company want to be?

What is exactly what the company needs?Where exactly do we must start?

Who is the responsible?

ERP implementation


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ERP implementation2) ERP selection

Prior to choose a specific solution, we must check that

Every single functionalaspect is properly covered

Processes are properly integrated

Lately deployedIT Are they compatible with the new solution?

Customization capacity (specific software) and parametrization utilitiesCan the business absorb implicit cost?

Is the ROIpositive? (regarding also opportunity costs)

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ERP implementation2) ERP selection (II)

Proprietary ERP software

Microsoft Dynamics NAV, Sage/API, SAP R/3, BAAN, Oracle E-Business Suite y JD Edwards, Eurowin, etc.

Free and Open Source ERP software

OpenERP, Compiere, Open Bravo, Apache OFBix/opentaps, ERP5,OpenMFG, OpenPro, etc.

List of ERP software packages

http://en.wikipedia.org/wiki/List_of_ERP_software_packages

ERP implementation


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ERP implementation2) ERP selection (III)

ERP implementation


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ERP implementation2) ERP selection (IV)

ERP implementation


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ERP implementation2) ERP selection (V)

In 2010 (of over 1.600 companies)Tier II solutions have increased their marketshare by 30% since 2008

SAP is still the benchmark in the ERP market

OracleeBusiness has been the most demandedsolution

Dynamics the most profitable one (payback andROI)

In almost 72% of the implementations,parameterizations were done, while in up to24% of them almost full parameterizations

Tier I solutions usually require moreparameterizations than Tier II and III solutions

Albeit 72% of the companies answersatisfactorily to the performance of its vendor,55% of them expose how their solutionsprovided 30% or less of the expectedprofits

ERP implementation


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ERP implementation2) ERP selection (VI)

ERP implementation


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ERP implementation2) ERP selection (VII)

The closest future

CRM and SCM integration (OpenERP has some modules that already do it CRM & SRM)

With GSI Deal, eBay Shifts to Big Retail: EBay, synonymous with second-hand wares, is seeking anew retail identity, from small power sellers to connect with large retailers (Toys R Us,

Aropostale and Kenneth Cole, etc.). [03/29/2011]

Web architecture instead of desktop (OpenERP offers both GTK client and web)Wireless technologies and progress in mobile technologies

Why SAP Is Buying Sybase for $5.8 billion; SAP relies on Sybases strengths in transportingdata to and from the smartphones of customers. [05/12/2011]

Open Source ERPs are a down to earth solution (both on functionality and acceptance)

Big corporations were the first ones to deploy ERPs

But, recently, SME (95% of employment in Spain) are starting to grab market share

SAP launches innovative new solution for U.S. SME businesses; While many SME haveinvested in multiple software applications, several report that they lack the ability to access the

information they need, when they need it, to make critical decisions. [09/14/2011]

ERP Implementation


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ERP Implementation3) BPR (Business Process Reengineering)

It is a key pre-requirement to any implementation

It emphasizes current system's drawbacks

It stresses and tries to maximize the productivity restructuring and reorganizinghuman resources, departments, functions, etc.

Basicprinciples:

Understand

Simplify

Automate

Tools: brain storming, previous complaints, interviews with the responsibles, job title

definitions, etc.

ERP Implementation


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p e e tat o4) Implementation

An ERP implementation it is a long process that implies two working groups:

Parameterizing group: consulting firm

Implementation group: within the organization or a consulting firm

Classic question: how long will it take the implementation?

Commercials usually say that 6 to up to maximum 9 monthsHowever, it usually takes between 18 and 24 months usually (a recent study to 1.600ERP implementations over the world fiexed the average on 18 months)

Problem: those are the months for the go-live (one the main phases, see next slide)

This includes the implementation of the basic functionality, but it is just an initial step

until the company really sees aReturn On Investment (ROI)

Similar to what happens with the Social Media strategyHow can I know that an ERP will be profitable for my company?

ERP Implementation


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p4) Implementation (II)

ERP Implementation


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p4) Implementation (III)

The Great Mystery of the ERP 10-Year Itch: Why Businesses Can't Seem to Stick withTheir ERP Software for More Than 10 Years?

Like most capital investments, CIOs and CFOs typically expect the investment intheir new ERP software to last ten or more years

Problem: technology fastchanges that it is simply not feasible to remain too far

behind the curve for too longWhat is new in 2011? SaaS, cloud-based and hosted ERP software

Even if your software isn't outdatedper se, there are enough ERP vendorsdeveloping compelling new solutions that make it tough to not at least thinkabout replacing your current system

In most cases, however, the software itself isn't the problemMost of the leading vendors in the marketplace have been around for 20 years ormore, so you would think that their offerings would be keeping up to date withtechnology trends (JD Edwards from Oracle, BAAN from Infor, and Epicor)

ERP Implementation


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p4) Implementation (IV)

It all comes back to misalignment between the business and the software itself

ERP Implementation


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p4) Implementation (V)

The business is not going to stand still just because you don't want to deal with replacingyour ERP software

ERP vendorisn't going to create a custom application just for you that meets all of yourevolving business needs

First: do not stop upgrading your software. ERP vendors spend millions of dollars

each year on making their software better, faster, and more robust to meet changingbusiness needs, so the longer you wait to upgrade, the more you are exposingmisalignments in the software

Second: revisit your software on an ongoing basis. You may find that it's time toreplace it with something new, but you may also find that some simple configurationchanges to the software or business process improvements will close the gap between

what it's doing now and what the business needs. It's unlikely you will delay the needfor an ERP software selection indefinitely, but it will buy you more time and a higherROI on the original investment in the meantime

ERP Implementation


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p5) Entering to production

ERP Implementation


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p6) Success analysis

Profits and returns will arrive, but we must be patient

Basic functionality of the Phase 1 just provides a 30 50% of the profits

Some companies see how their expectations are not satisfied (perhaps theproblem is that they had not established well their expectations). Perhaps,that is why 72% of them do not go over this initial phase

The important fact is to step up next two phases:

Phase 2: adding modules for report generation, exhaustive analysis,mobility, etc.

Phase 3: Business Intelligence modules. Take advantage of the full

potential of an ERP, this is, generate wisdom from itJust 28% of the companies arrive to this finish line :-(

These ones are the phases for business processes' restructuring (BusinessProcess Management, GexAP of Ibermtica, SAP Starter Kit) and changein organizational model

ERP Implementation


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6) Success analysis (II)

So, if an ERP offers me competitive advantages and a ROI, how can I measurethose returns? i.e.Panorama Consulting Group: ROI calculator

ERP Implementation


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6) Success analysis (III)

Some of the main benefits of implementing and ERP solutions:More accurate information

Tightercontrol of the costs

Faster answer to our clients

Tracking and monitoring activitiesQuick answer to technological and marketchanges

Improvement of the interrelations in the value chain

It allows to have a unique client database table for all the companies within the group

It will make easier for the internationaloperations

It allows dailyaccounting

Reduces paper documentation

Reduces activity duplication

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6) Success analysis (IV)

Some of the main benefits of implementing and ERP solutions (continuation)Better stock management

Quality improvement

Reliability in service dates

Reducesoperationalcosts

ERP Implementation) l ( )


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6) Success analysis (V)

Some of the main costs of implementing and ERP solutionsObvious costs (/$)

Licensing (if applicable)

Parameterizing and consulting firms

Internal team hours,

Learning courses

Administration costs

Resource and function adaptation

Development of new functionalities

Other maintenance costs (back-ups, updates, etc.)

ERP Implementation) S l i (VI)


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6) Success analysis (VI)

Some of the main costs of implementing and ERP solutionsLess obvious costs (/$)

Loss of clients when the system fails

Operational delays

Fails while parameterizing, defining, etc.

Uncertainty risks when choosing software supplier

Some employees' responsibilities

Migration of databases

Structural organizational problems are not fixed just by implementing and ERP

They do not imply previous and later steps/phases if it is a partial implementation

ERP Implementation) S l i (VII)


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6) Success analysis (VII)

The parameterizing of some ERPs is quite limitedSome ERP are quite expensive (SAP Business One 20.000 + programmer forabout 3.000 )

Some ERP are seen by the market as very stiffand hardlyadaptable solutionsfor the organizational workflow and business process requirements (in OpenERP

both workflow and business processes are quite intuitive)http://doc.openerp.com/book/1/1_2_Guided_Tour/1_2_Guided_Tour_openerp.html#process-management

This latest argument is the most important one when refusing to implement anERP in the organizations

And what aboutselecting an

Open Sourcesolution for

my company?

What is OpenERP?


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p

A set of integrated solutions (all the pieces in the puzzle) forenterprise management

It automates and organizes business processes

What is a business process? Porter's value chain

Infrastructure

Internallogistics Operations

Externallogistics

Salesand

marketing

After-salesservices

Research and Development

Human Resources

Administration

What is OpenERP? (II)


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p ( )

Free license, cross-platform and web and desktop clients

Integral: it makes possibleto control all the business

process of any givenorganization coordinating every

functional area. Everything inthe same software package

Modular: functionality isdivided into individual

modules. Parameterization andconfiguration of modules based

on the requirements of those functions.Modules: purchases, sales, stocks,

accounting, Human Resources, CRM,SRM, etc.

Adaptable: Every company is

a unique world. Configuration andparameterization of the businessprocesses and models. It allows

the development of modules

A-GPLLicense for the server + modules,GTK client and Koo client.OPL License (OpenERP

Public license) for the web client (it is a MPLWith some restrictions in the logos)

OpenERP Project


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p j

2002: 1.0 version. Originally developed as an Open Source solution by FabienPinckaers as a specific solution for an auction house

2004: first versions of TinyERP. Fabien Pinckaers sets the Belgian company TinySprl

2005: OpenERP founded by CEO Fabien Pinckaers. Fabien's vision was that

Open Source provided a better way to meet customers' expectations.

2006: 3.0 version. First version of OpenERP implemented in Spain successfully

2007: SVN repository opened. Some successful implementations. 35 officialmodules and 120 extras

2008: code in launchpad/bazaar. Community participation is opened. TinyERPbecomes OpenERP. First Spanish OpenERP Conference in Zaragoza

OpenERP Project (II)


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2009: OpenERP 5.0 is published. 114 official modules and 250 extras. Itsupposes the real launch of the OpenERP project. Implementations aredone world wide. Second Spanish OpenERP Conference hold in VilanovaI La Geltru, Catalunya

2010: in July, OpenERP Early-Adopter Preview - 6.0-dev (alpha). Great

community around the globle. It becomes the most reliable Open SourceERP. 500 published modules, 30 languages and presence in 80 countries. 3million investment of venture capital to OpenERP. Third SpanishOpenERP Conference hold in the University of Deusto in Bilbao

2011: OpenERP has released its new version 6.0. More user-friendly,

accessible, intuitive and ready to boost up a business. Response to theneeds of customers, community and industries and the answer to todaysmarket

OpenERP Project (III)


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Partners: over 150 partners deploy our software and support our customers inover 37 countries

Community: more than 1000 individuals contribute to improving the softwareevery day

Investors: OpenERP went through a first round of financing with Sofinnova a

leading European Venture capital firm and Iliad managers Xavier Niel and OlivierRosenfeld

Employees: over 100 employees. Constantly reinforcing the team

Careers: availabilities on the web site or by [email protected] ;-)

OpenERP Community
mailto:[email protected]:[email protected]


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More than 1000 individuals contribute to improving thesoftware every day. Working groups:

Expert Team

Accounting https://launchpad.net/~openerp-expert-accounting/+members

Services Management

https://launchpad.net/~openerp-expert-service/+members

Manufacturing Industrieshttps://launchpad.net/~openerp-expert-production/+members

Translators Team

Developer Team

Quality team

Committee team

Community team

Spain

Openerp Spanish Localization Project

https://launchpad.net/openerp-spain

OpenERP Community (II)


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Launchpad Community (https://launchpad.net)Supported by Canonical, it is a collaborative developmentplatform that includes following tools:

Code hosting: branches. Managed by Bazaar

Bug tracking: bugs y bugtrackerSpecifications monitoring: blueprints

Collaborative translations: translations

Documentation: sphinx y Bazaar

Management done depending on 3 profiles:Projects

Workteams

Member

Many projects and work teams around OpenERPhttps://launchpad.net/openobject

OpenERP Community (III)
https://launchpad.net/https://launchpad.net/openobjecthttps://launchpad.net/openobjecthttps://launchpad.net/https://launchpad.net/openobject


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OpenERP community is very youngMost of the teams, communication channels and collaborative toolshave been set up along 2009 and 2010.

They are still being defined and adjusting some of the processes

for collaborationFrom 2010 February, exists the leader position, dedicated for thecommunity

The leader, it is the one that communicates the community with

Enterprise needs, defining and documenting processes, etc.

More detailed information about OpenERP communityhttp://www.slideshare.net/ejordi/comunidades-software-libre-comunidad-openerp

OpenERP Technology
https://launchpad.net/openobjecthttps://launchpad.net/openobjecthttps://launchpad.net/openobjecthttps://launchpad.net/openobjecthttps://launchpad.net/openobjecthttps://launchpad.net/openobjecthttps://launchpad.net/openobjecthttps://launchpad.net/openobjecthttps://launchpad.net/openobjecthttps://launchpad.net/openobjecthttps://launchpad.net/openobjecthttps://launchpad.net/openobjecthttps://launchpad.net/openobjecthttp://www.slideshare.net/ejordi/comunidades-software-libre-comunidad-openerphttp://www.slideshare.net/ejordi/comunidades-software-libre-comunidad-openerphttp://www.slideshare.net/ejordi/comunidades-software-libre-comunidad-openerp


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PostgreSQL

eTiny

OpenERPServer

Desktopclient:

Gtk, Koo

Webclient

XML-RPC

NET-RPC

NET-RPC

All-in-one install kitGNU/Linux and Windows

Multiplatform

GNU/Linux, Windows, Mac (thereis no native version

http://devteam.taktik.be)

Potent clients

Web, GTK, Koo (Qt)

MVC scheme

Model: PostgreSQLView: XML (calendar, graphics, list,form)

Controller: Python

OpenERP Technology (II)
http://www.slideshare.net/ejordi/comunidades-software-libre-comunidad-openerphttp://www.slideshare.net/ejordi/comunidades-software-libre-comunidad-openerphttp://www.slideshare.net/ejordi/comunidades-software-libre-comunidad-openerphttp://www.slideshare.net/ejordi/comunidades-software-libre-comunidad-openerphttp://www.slideshare.net/ejordi/comunidades-software-libre-comunidad-openerphttp://www.slideshare.net/ejordi/comunidades-software-libre-comunidad-openerphttp://www.slideshare.net/ejordi/comunidades-software-libre-comunidad-openerphttp://www.slideshare.net/ejordi/comunidades-software-libre-comunidad-openerphttp://www.slideshare.net/ejordi/comunidades-software-libre-comunidad-openerphttp://www.slideshare.net/ejordi/comunidades-software-libre-comunidad-openerphttp://www.slideshare.net/ejordi/comunidades-software-libre-comunidad-openerphttp://www.slideshare.net/ejordi/comunidades-software-libre-comunidad-openerphttp://www.slideshare.net/ejordi/comunidades-software-libre-comunidad-openerphttp://www.slideshare.net/ejordi/comunidades-software-libre-comunidad-openerphttp://www.slideshare.net/ejordi/comunidades-software-libre-comunidad-openerphttp://www.slideshare.net/ejordi/comunidades-software-libre-comunidad-openerphttp://www.slideshare.net/ejordi/comunidades-software-libre-comunidad-openerphttp://www.slideshare.net/ejordi/comunidades-software-libre-comunidad-openerphttp://www.slideshare.net/ejordi/comunidades-software-libre-comunidad-openerphttp://devteam.taktik.be/http://devteam.taktik.be/


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Gateways for connecting with other applications:Office suites: OOffice, MSOffice

Virtual shops: Magento, OssCommerce, VirtueMart

e-mail: Mozilla Thunderbird, Microsoft Outlook

Report generators: Jasper Reports, Ooffice

Launch cycles

Small versions (bugfixes): once a month (first days of the month)

Big versions (new functionalities): once a year (more or less)

How does OpenERP do business?


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Some Frequently Asked Questions about OpenERP and businessDoes my company really need an ERP? And OpenERP?

How does OpenERP make business with an Open Source solution?

And what about OpenERP decides to giveup offering an ERP as Open

Source? Will my company let by abandoned?After downloading by myself OpenERP package, will I not be able to installit by myself?

Now that VAT has changed in Spain, will I be affected?

Will OpenERP be able to adapt to my workingstyle?

Why do companies charge different tariffs for deploying OpenERP?

Will I have many bugs/errors for choosing an Open Source solution? Will itstop working some day?

Implementation approaches


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Traditional ERP systemsIndependent applicationsthat must later be integrated

Dedicated information to

every functional areaEach application, owndatabase, own execution anddevelopment environment,etc.

Not easy control andmaintenance of the ERP

Implementation approaches (II)


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OpenERPModular integration

Wide variety of companies'functional areas (and if for

any is not covered, it canalways be extended)

It eases the flow ofinformation focused on thebusiness processes

Centralized database

Processes' internal reviewspromotion

Implementation approaches (III)


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Analysis + Methodology + TrainingAnalysis: Which problems do you want tobe fixed for your company?

Design: design of the most suitable

solutionDevelopment + Integration

Implementation: install, configuration,training, support, set-up and

documentation

Analysis Design Development Integration Implementation

Implementation approaches (IV)


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Main activities' implementationsMinimum: invoicing and accounting

Standard SMEs: invoicing, accounting, purchases,sales and stocks

Standard Services: invoicing, accounting,purchases, sales, analytics and projects

Standard Production: invoicing, accounting,purchases, sales, analytics and manufacturing

Others: on-line shopping (oscommerce, magento,

spree), etc.


Implementation approaches (V)


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Structural implementation (support activities)CRM and SRM

Human Resource Management

Documentary Management

Email management: poweremailReports: designer, jasper_reports, etc.

Evolution in module quantity


Implementation approaches (VI)


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Specific solutionsVehicles: tracking, barcodes, quality documents, etc.

Education: Standard SME + CRM + personalizededucation modules

Renting: Standard SME + periodical invoicing

Food: tracking (by national laws), etc.

Catering: personalized modules

Business Intelligence, Direct Marketing, etc.



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ReferencesWeb sites

Break on Through to the Other Side: Moving Beyond ERP "Go-Live" to Competitive Edge and ROIhttp://it.toolbox.com/blogs/erp-roi/break-on-through-to-the-other-side-moving-beyond-erp-golive-to-competitive-edge-and-roi-40982

ERP Implementation http://panorama-consulting.com/services/erp-software-implementation/ERP ROI Calculator http://panorama-consulting.com/resource-center/erp-roi-calculator/Tier I and Tier II ERP Comparison 2008 http://whatiserp.net/erp-comparison/erp-comparison-saporaclemicrosoft-and-tier-2/

ERP Market Share And Evaluation 2010 http://whatiserp.net/erp-comparison/erp-vendor-evaluation-2010/The 2010 ERP Vendor Analysis Results Are In, and the Winner Is...http://www.backbonemag.com/Backblog/the-2010-erp-vendor-analysis-results-are-in-and-the-winner-is.aspx

OpenERP: posicionamiento en el mercado http://www.slideshare.net/izquierdosusana/openerp-presentacionComunidad OpenERP http://www.slideshare.net/ejordi/comunidades-software-libre-comunidad-openerpIII Jornadas Estatales OpenERP http://www.slideshare.net/openerpsite/open-erp-jornadas-bilbao-2010-presentacin-carlos-libana-ting-y-ana-juaristiAnalysis: Why SAP Is Buying Sybase for $5.8B http://gigaom.com/2010/05/12/analysis-why-sap-bought-sybase-for-5-8-billion/SAP launches innovative new solution for US Small and Midsize Businesses http://www.sap.com/press.epx?pressID=2128OpenERP http://www.openerp.com/The Great Mystery of the ERP 10-Year Itch: Why Businesses Can't Seem to Stick with Their ERP Software for More Than 10 Years

http://it.toolbox.com/blogs/erp-roi/the-great-mystery-of-the-erp-10year-itch-why-businesses-cant-seem-to-stick-with-their-erp-software-for-more-than-1Gartner Says Worldwide Enterprise Software Revenue to Surpass $232 Billion in 2010 http://www.gartner.com/it/page.jsp?id=1437613Why it is recommended to change business practice to suit the ERP software rather than customizing the software?

http://www.eresourceerp.com/Why-it-is-recommended-to-change-business-practice.htmlStress Test for the Global Supply Chain http://www.nytimes.com/2011/03/20/business/20supply.html?pagewanted=1&_r=1&seid=auto&smid=tw-nytimestecEmployment protection and technology choice http://www.voxeu.org/index.php?q=node/6291With GSI Deal, eBay Shifts to Big Retail http://dealbook.nytimes.com/2011/03/28/ebay-to-buy-gsi-commerce-for-2-4-billion-bid/?smid=tw-

nytimes&seid=auto
http://it.toolbox.com/blogs/erp-roi/break-on-through-to-the-other-side-moving-beyond-erp-golive-to-competitive-edge-and-roi-40982http://panorama-consulting.com/services/erp-software-implementation/http://panorama-consulting.com/resource-center/erp-roi-calculator/http://whatiserp.net/erp-comparison/erp-comparison-saporaclemicrosoft-and-tier-2/http://whatiserp.net/erp-comparison/erp-vendor-evaluation-2010/http://www.backbonemag.com/Backblog/the-2010-erp-vendor-analysis-results-are-in-and-the-winner-is.aspxhttp://www.slideshare.net/izquierdosusana/openerp-presentacionhttp://www.slideshare.net/ejordi/comunidades-software-libre-comunidad-openerphttp://www.slideshare.net/openerpsite/open-erp-jornadas-bilbao-2010-presentacin-carlos-libana-ting-y-ana-juaristihttp://gigaom.com/2010/05/12/analysis-why-sap-bought-sybase-for-5-8-billion/http://www.sap.com/press.epx?pressID=2128http://www.openerp.com/http://it.toolbox.com/blogs/erp-roi/the-great-mystery-of-the-erp-10year-itch-why-businesses-cant-seem-to-stick-with-their-erp-software-for-more-than-10-years-41795?utm_source=twitterfeed&utm_medium=twitterhttp://www.gartner.com/it/page.jsp?id=1437613http://www.eresourceerp.com/Why-it-is-recommended-to-change-business-practice.htmlhttp://www.nytimes.com/2011/03/20/business/20supply.html?pagewanted=1&_r=1&seid=auto&smid=tw-nytimestechhttp://www.voxeu.org/index.php?q=node/6291http://www.voxeu.org/index.php?q=node/6291http://www.nytimes.com/2011/03/20/business/20supply.html?pagewanted=1&_r=1&seid=auto&smid=tw-nytimestechhttp://www.eresourceerp.com/Why-it-is-recommended-to-change-business-practice.htmlhttp://www.gartner.com/it/page.jsp?id=1437613http://it.toolbox.com/blogs/erp-roi/the-great-mystery-of-the-erp-10year-itch-why-businesses-cant-seem-to-stick-with-their-erp-software-for-more-than-10-years-41795?utm_source=twitterfeed&utm_medium=twitterhttp://www.openerp.com/http://www.sap.com/press.epx?pressID=2128http://gigaom.com/2010/05/12/analysis-why-sap-bought-sybase-for-5-8-billion/http://www.slideshare.net/openerpsite/open-erp-jornadas-bilbao-2010-presentacin-carlos-libana-ting-y-ana-juaristihttp://www.slideshare.net/ejordi/comunidades-software-libre-comunidad-openerphttp://www.slideshare.net/izquierdosusana/openerp-presentacionhttp://www.backbonemag.com/Backblog/the-2010-erp-vendor-analysis-results-are-in-and-the-winner-is.aspxhttp://whatiserp.net/erp-comparison/erp-vendor-evaluation-2010/http://whatiserp.net/erp-comparison/erp-comparison-saporaclemicrosoft-and-tier-2/http://panorama-consulting.com/resource-center/erp-roi-calculator/http://panorama-consulting.com/services/erp-software-implementation/http://it.toolbox.com/blogs/erp-roi/break-on-through-to-the-other-side-moving-beyond-erp-golive-to-competitive-edge-and-roi-40982


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Copyright (c) 2011 Alex Rayn JerezThis work (but the quoted images, whose rights are reserved to their owners*) is licensedunder the Creative Commons Attribution-ShareAlike License. To view a copy of thislicense, visit http://creativecommons.org/licenses/by-sa/3.0/

* http://img.tecnologiapyme.com/2009/12/openerp2.jpg, http://1thought2many.files.wordpress.com/2010/02/word-paperclip.jpg,http://www.nytimes.com/imagepages/2010/07/05/technology/20100706-iphone-graphic.html?ref=technology,
http://creativecommons.org/licenses/by-sa/3.0/http://img.tecnologiapyme.com/2009/12/openerp2.jpghttp://1thought2many.files.wordpress.com/2010/02/word-paperclip.jpghttp://www.nytimes.com/imagepages/2010/07/05/technology/20100706-iphone-graphic.html?ref=technologyhttp://www.nytimes.com/imagepages/2010/07/05/technology/20100706-iphone-graphic.html?ref=technologyhttp://1thought2many.files.wordpress.com/2010/02/word-paperclip.jpghttp://img.tecnologiapyme.com/2009/12/openerp2.jpghttp://creativecommons.org/licenses/by-sa/3.0/


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Profesor: Ing. Alex Rayn JerezBilbao, March 2011

Facultad de Ingeniera, ESIDE

Universidad de DeustoDepartamento de Tecnologas Industriales, Facultad de Ingeniera, Universidad de Deusto

Avda. de las Universidades, 24, 48007 Bilbao, Pas Vasco, Espaa

Alex Rayn Jerez

[email protected] contact me, so many other ways :-)

http://alexrayon.es/alex-rayon-20/
mailto:[email protected]://alexrayon.es/alex-rayon-20/http://alexrayon.es/alex-rayon-20/mailto:[email protected]

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